Creating a Workplace Environment That Protects Employees’ Physical and Mental Health
First written in FY2017. 6 of 7 entries say "Advanced", first in FY2021. Latest entry: FY2026.
The whole theme swung hardest in 2018: 1 of 8 companies on the "Worse" side.
26 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「From 2024 to 2025, we newly launched large-scale training for approximately 4,000 leaders across the company to learn methods for “breaking through organisational barriers and strengthening organisational capabilities,” thereby promoting collaboration between organisations.」
Human capital management was translated into “strengthening connections,” and training for approximately 4,000 leaders was launched. From fiscal 2026, the company also plans to introduce the SUBARU Movement Index to visualise and support employees' efforts to take on challenges. - FY2025AdvancedAnnual report
「In addition, we newly established the CHRO (Chief Human Resources Officer) position in April 2025. Under the CHRO's oversight, we will accelerate the development of human resources and organisations capable of creating sustainable corporate competitiveness during this once-in-a-century period of major transformation, and promote human capital management more forcefully.」
The human capital operating structure was strengthened through the establishment of the CHRO position. KPIs and targets were also newly systematised, including an employee engagement index of 70% in 2028, 100 women in management positions in 2030 and a disability employment rate of 3.0% in 2030. - FY2024AdvancedAnnual report
「We have established “encouraging autonomy,” “honing individual capabilities” and “building empathy” as the three pillars of human resources development, designated human resources development and organisational culture reform as priority themes, and are promoting various initiatives.」
The themes of employees' physical and mental health, individual growth and engagement were translated into three pillars of human resources development, software talent development, upskilling and a culture that encourages challenge. - FY2024-Q2AdvancedAnnual report
「Human resources are the driving force behind “Manufacturing Innovation” and “Value Creation,” and developing human resources is the source of our corporate competitiveness. We will accelerate initiatives focused on “individual growth,” which we have prioritised since our previous medium-term management vision, STEP, foster a culture that develops “human resources who lead transformation,” and create opportunities for them to thrive.」
The policy on individual employee growth and fulfilment was advanced into developing “human resources who lead transformation,” responsible for Manufacturing Innovation and Value Creation, and creating opportunities for them to thrive. - FY2022AdvancedAnnual report
「In addition, we introduced a “new personnel system” and an “open-application job rotation program,” establishing a framework that enables employees to take on challenges to realize their own career visions.」
To enhance employee fulfilment and individual growth, the company introduced a new personnel system and an open-recruitment job rotation programme. - FY2021AdvancedAnnual report
「We will improve the workplace environment so that every employee can work safely and securely and feel a sense of fulfilment in their work.」
The initiative to create a workplace that protects employees' physical and mental health was translated into the Global Sustainability Policy, organisational culture reform focused on individual growth and engagement, and a new personnel system. - FY2017First statedAnnual report
「We will work to create a workplace environment that protects the physical and mental health of employees across the Group.」
For the first time, the company explicitly identified creating a workplace that protects employees' physical and mental health as one of its initiatives aimed at becoming a high-quality company.